COLUMBUS STATE COMMUNITY COLLEGE

Board of Trustees

Strategic Planning Update

July 19, 2012

AGENDA

10 Minutes • Welcome & Context Setting• Review of Strategic Planning Process

20 Minutes • Summary of Emerging Themes from the Planning Process

30 Minutes • Board Reflections & Feedback

DEFINITION OF TERMS

Vision (The “What,” “When” and “Where”)

The value we will have created for our stakeholders as a result of our work;

what we will have accomplished from their perspectives at a defined point

in the future

Mission (The “Why”)

Our role as an organization that aligns us with & directs us toward our vision

Values (The “Who”)

The principles & cultural attributes that define us and how we operate

OBJECTIVES

To develop a strategic vision of the future describing the value Columbus State

will be delivering to its stakeholders including students & alumni, central Ohio

educators, employers & leaders, and Columbus State faculty, administrators &

staff

To redefine the College’s statements of mission and values in light of its strategic

vision

PROCESS UPDATE

Current Environment Assessment

Input from Board at its October 2011 retreat

Input from College community at the October 2011 In-Service

Dr. Harrison’s environmental scan

Interviews with 12 local business, community and educational leaders

Review of national studies and initiatives including:

• Achieving the Dream

• Reclaiming the American Dream (AACC)

• Time is the Enemy (Complete College America)

• A Stronger Nation through Higher Education (Lumina Foundation)

PROCESS UPDATE (con’t)

Strategic Planning Steering Committee (33 members) is guiding the process

Deep dive into environmental assessment

Explored implications of emerging themes

Now formulating:

• a vision for Columbus State’s impact on the community

• Columbus State’s mission/role in realizing its vision

• Columbus State’s values

Obtained input from President’s Cabinet and College Planning Forum

Coordinating with Ologie’s branding work

Soliciting student and alumni feedback during August focus groups

Developing infrastructure to coordinate implementation & integrate this work with other key initiatives, e.g., Achieving the Dream

Results will be presented to Columbus State’s Board this fall

HIGHLIGHTS OF CURRENT ENVIRONMENT ASSESSMENT

EXTERNAL STAKEHOLDER INTERVIEWS

Business & Community Leaders:

Tanny Crane/CEO, Crane Group

Alex Fisher/CEO, Columbus Partnership

Mike Keller/CIO, Nationwide Insurance

Pat Losinski/CEO, Columbus Metropolitan Library

Jeff Lyttle/VP, Community Relations, JP Morgan Chase

Rich Rosen/Executive Director, Indigo Strategies

Dwight Smith/CEO, Sophisticated Systems

Poe Timmons/CFO, Dispatch Printing Company

K-12:

Gene Harris/Superintendent, Columbus City Schools

Steve Dackin/Superintendent, Reynoldsburg City Schools

Higher Ed:

Dolan Evanovich/VP, Strategic Enrollment Planning, The Ohio State University

David Decker/President, Franklin University

WHAT WE ASKED

As you think about the needs of your organization and about central Ohio employers in general, how would you describe the employees that will be required to compete successfully in the coming years?

What are the major opportunities that Columbus State can help you and other employers address as the College seeks to educate employees who will support central Ohio’s growth and competitiveness?

Similarly, what are the threats on the horizon for you and other central Ohio employers that Columbus State can help address?

What are your current perceptions of Columbus State, through any direct or indirect experience you have had with the school, its programs & initiatives, students & graduates (i.e., what are its strengths/assets & limitations/weaknesses)?

How would you describe the unique role and impact that Columbus State could/should fulfill in central Ohio?

What do you see as the key strategic and organizational priorities that Columbus State must address to be successful in its efforts to fulfill this role successfully?

CHARACTERISTICS of SUCCESSFUL EMPLOYEES

Specific skills are impossible to predict because of the rapid pace of change and must be addressed based on market needs

The ability to forecast and develop programs to address skills requirements is a critical competency for Columbus State

Certain skills & competencies are certain to be important

• Foundational skills: problem-solving, analytical thinking, communication, technology literacy, adaptability, performing on teams, leadership, entrepreneurship

• Work readiness: reliability, follow-through, interpersonal skills

Central Ohio must have a sufficient pool of job-ready talent trained for industry-specific needs to achieve Columbus2020 goals…

OPPORTUNITIES FOR COLUMBUS STATE

“The Era of the Community College”

Economics make sense

“Just in time” delivery of education and training to meet needs of market

Critical player in the region’s economic development engine

Columbus State is uniquely positioned - - no one else can do this!

Be the thought leader and mobilizer on workforce development in Central Ohio

Fully integrate with the community and its employers to understand, predict and respond to Central Ohio’s workforce needs on an ongoing basis

OPPORTUNITIES FOR COLUMBUS STATE (con’t)

Partner with the region’s K-12 systems to help them ready their graduates to enter college and the workforce

Develop new model of remedial education that brings skills to basic level while providing visible success toward student’s career goals

Increase completion rates once students are enrolled

Create multiple pathways to workforce success for high school graduates

Create multiple pathways to workforce success for employees

Develop best-in-class industry-specific programs for growing markets

CHALLENGES & THREATS

Increasing cost and decreasing funding of higher education

Insufficient readiness of high-school students for work or college

Collaboration across educational spectrum and public/private sector not historically strong

Competition from well funded for-profits, especially for online options

Changing demographics of student population

Shortages of labor for critical jobs might cause employers to go elsewhere

The stakes are very high - - successful economic development requires an educated & skilled population

PERCEPTIONS OF COLUMBUS STATE: Strengths

Leadership approach is well received

Bold vision

Willing to take strategic risks

Listening to the community

Collaborative

Seat at the Columbus Partnership table

Accessible, affordable and open to all

Ability to expand/contract capacity

Focus on skills that people want and need to learn

Reducing stigma of community college

PERCEPTIONS OF COLUMBUS STATE: Limitations

Need to increase community & employer engagement dramatically

Need to reinforce Columbus State’s presence and vital relevance

Need to dramatically increase capacity for undertaking new initiatives and getting them done

Data collection and analysis capabilities

Amount of time required for remedial education

Completion rates and financial-aid “burn” rates

UNIQUE ROLE/IMPACT FOR COLUMBUS STATE

Workforce development

Align regional educational model downstream & upstream

Prepare new entrants to job market and college, particularly those from Central Ohio school districts

Re-skill existing workforce to meet needs of the market

Just in time delivery of education and training

Bridge to skilled employment, skilled workforce

Forecaster and translator of workforce needs to the community

DEVELOPING COLUMBUS STATE’S VISION, MISSION & VALUES

DEVELOPING COLUMBUS STATE’S VISION

Defining the vision as what will be true for its stakeholders as a result of Columbus State’s work, or the impact Columbus State will have delivered to its stakeholders, complete the following sentence:

Because of Columbus State Community College and its partnerships with students, educators and employers, _________________________________________________ ___________________________________________________________________________________________________________________________________________________________________________________________________________ .

INPUT ON COLUMBUS STATE’S VISION

Words:

Community/Workforce/Together/Central Ohio/Region

Learn/Grow/Succeed/Participate/Contribute/Thrive

Engaged/Relevant/Socially responsible/Skilled/Educated/Prosperous

Opportunity

Concepts:

Active verbs

Speak to present and future

Include individual and collective

Define “community” broadly

Describe the outcome, not the process

Process isn’t linear

COLUMBUS STATE’S MISSION

With this emerging vision in mind, and defining the mission as Columbus State’s role

as an organization, or the institutional purpose aligning us with & directing us toward

our vision:

What are the key words or concepts that must be

included in Columbus State’s mission statement?

INPUT ON COLUMBUS STATE’S MISSION

Words:

Inspire/Connect/Transform lives/Successful/Uplift

Catalyst/Education/Learning/Opportunity/Life transitions/Deserves

Relevance/Access (local, global & cultural)

Community/Region/Workforce/Partnerships

Collaborative/Inclusive/Responsive

Concepts:

Leading force for change; “at the table”

Community problem-solver

Front door to education/Connecting dreams and opportunities/Pathway to personal and professional goals

Utilizing our diversity

Access with expectations

Individual impact, industry impact, community impact

What do you value most about Columbus State? **

“” From October 2011 In-Service

COLUMBUS STATE’S VALUES & CULTURE

COLUMBUS STATE’S VALUES & CULTURE

With the emerging vision & mission in mind, what are the five most

important values or cultural attributes that Columbus State must manifest in

order to realize its vision and fulfill its mission?

FEEDBACK ON VALUES

Concepts:

Dynamic/creative/open/active/strategic/innovative/adaptable

Student-centered/responsive/accommodating/engaging/individualized

Compassionate/respectful/nurturing/communicative/honest/consistent/high integrity

Diverse/culturally competent/open to all/accessible & affordable/accept & value each individual/inclusive/welcoming/collegial

Committed to excellence/evidence-driven/rigorous/high-quality

Collaborative/engaged with partners, collaborators & the community

Committed to and vigorously passionate about our shared vision

Socially responsible stewards

Strong/self-confident

BOARD REFLECTIONS

Reflecting on the work has been done to date:

Are there words or concepts from the Vision/Mission/Values input that seem more relevant than others?

Is there anything you expected to see that is missing?

Do you have any additional thoughts that can help shape the group’s thinking?

THE PROCESS

VISIONMISSIONVALUES

CURRENT REALITY

SUPPORTERSINHIBITORS